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Board Roles in the Strategic Management of Non‐profit Organisations: theory and practic

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  • Chris Cornforth
  • Charles Edwards

Abstract

This paper presents findings from an in‐depth empirical study of the role of boards and their relations with senior managers in four organisations from the public and non‐profit sectors. The findings are interpreted using a conceptual framework which sees the outputs of boards as shaped by board inputs, processes and contextual factors, in particular wider institutional pressures. The results indicate that the strategic contribution of boards varies widely and depends on a complex interplay of factors: the system of regulation, sectoral traditions and norms of governance, the way board members are chosen, board members skill and experience, organisational size and status, and the way boards are organised and run. The wider institutional pressures that shape these factors can result in boards facing tensions and trade‐offs that can result in their contribution to stragegy being squeezed by other board roles.

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  • Chris Cornforth & Charles Edwards, 1999. "Board Roles in the Strategic Management of Non‐profit Organisations: theory and practic," Corporate Governance: An International Review, Wiley Blackwell, vol. 7(4), pages 346-362, October.
    • Handle: RePEc:bla:corgov:v:7:y:1999:i:4:p:346-362
    DOI: 10.1111/1467-8683.00165
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    Cited by:

    1. Yeh, Chien Mu & Taylor, Tracy & Hoye, Russell, 2009. "Board roles in organisations with a dual board system: Empirical evidence from Taiwanese nonprofit sport organisations," Sport Management Review, Elsevier, vol. 12(2), pages 91-100, May.
    2. Hongjin Zhu & Pengji Wang & Chris Bart, 2016. "Board Processes, Board Strategic Involvement, and Organizational Performance in For-profit and Non-profit Organizations," Journal of Business Ethics, Springer, vol. 136(2), pages 311-328, June.
    3. Zaman, Rashid & Atawnah, Nader & Baghdadi, Ghasan A. & Liu, Jia, 2021. "Fiduciary duty or loyalty? Evidence from co-opted boards and corporate misconduct," Journal of Corporate Finance, Elsevier, vol. 70(C).
    4. Stijn Van Puyvelde & Ralf Caers & Cind Du Bois & Marc Jegers, 2016. "Managerial Objectives and the Governance of Public and Non-Profit Organizations," Public Management Review, Taylor & Francis Journals, vol. 18(2), pages 221-237, February.
    5. Alessandro Hinna & Fabio Monteduro, 2017. "Boards, governance and value creation in grant-giving foundations," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 21(4), pages 935-961, December.
    6. Parker, Lee, 2011. "University corporatisation: Driving redefinition," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 22(4), pages 434-450.

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